Addressing the global skills shortage

Research

Addressing the global skills shortage

A vast divide The gap between the percentage of employers and employees that strongly agree and agree that they’re confident in their organization’s ability to develop employee’s skills is massive — 30%. ㅤ ㅤ

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LinkedIn Live: Blueprint for keeping your organization agile

Blog Post

LinkedIn Live: Blueprint for keeping your organization agile

Steve Goldberg, HCM research & advisory, and Jennifer Borun, senior director, analyst relations and strategic engagement, sat down on LinkedIn Live to discuss how to guide your organization through solving future problems and succeeding in a volatile market. Take one look at the news (or your LinkedIn feed), and you'll see a lot of talk about market changes and economic shifts. There's fear and uncertainty about what's to come. Steve explained that unpredictability and volatility are relative concepts, but the landscape of a pandemic has given these terms a tangible depth and taken uncertainty to a new level. That level, Steve said, is "a period of max fluidity." Fancy term! But what is "max fluidity"? Think of the supply chain disruptions currently creating problems around the world. In this case, the unpredictability of the pandemic has made employees look for more agency in their careers, which has led to a wave of resignations. People are reconstituting their career paths. Goldberg and Borun agreed that the utmost important part of surviving max fluidity is keeping your employees continually evolving with the needs and expectations of the market, which takes work. HR Leaders, who will lead the charge of helping employees evolve, will also need support to be as agile. What should organizations focus on to ensure they can successfully navigate any unpredicted shifts in the world? Elevating organizational agility. Goldberg defines it as "max fluidity being out in front of business risks and opportunities with optimal actions and decisions." In the workplace, he describes the tool that drives max fluidity as "Adaptive HCM." What is Adaptive HCM? As Goldberg defines it, adaptive HCM is the symbiotic relationship in which machines help humans to be their best at work. Technology will adapt to human actions to offer assistance and development where needed. It recognizes change and adapts to it by prompting the user to learn in the context of their current situation. Why is this important? It enables the organization to be more flexible and helps develop the employee population to navigate change. In some cases, it mitigates workforce-related risks and protects the employee and even the customer. "Adaptive" as a word can relate to systems that readily adapt to what a customer needs and also to "systems that allow a customer to readily adapt and react to a set of circumstances (i.e., business risks and opportunities). Adaptive HCM, as Steve discusses, is "about knowing the best options" and uses chess as a metaphor to better explain: "In chess, the absolute best move at all times is usually known by the grand master or those we are just good at chess" this is certainly not the case in business, the variables are so vast and changing so fast. However, Steve says, "I believe Adaptive HCM should allow your organization to piece the best option, often, or even all the time, particularly if you leverage the right data, processes, and technology." What are the three characteristics of agile organizations? Steve and Jen walk through the recipe to keep your organization agile: Alignment: The organization can align employee needs, interests, and goals with organizational goals and needs. And most importantly, alignment enables employees and the organization to operate through change. Business priorities and plans change, and so do personal priorities and plans. Sensing Agility: Respond to cues, signals, and triggers at macro and micro levels. Learning Technologies: Capabilities around skills graph and knowing what skills are related to other skills, jobs, and projects. Together, they discover what works for you when building a future-ready workforce. Tune in to the recorded session:

Everything Cornerstone accomplished in Q2

Article

Everything Cornerstone accomplished in Q2

The first quarter of 2022 was a pretty great one for Cornerstone. You may have read our blog all about everything we accomplished. So when we say that this quarter exceeded the high expectations we had coming out of Q1, know that we mean it. Mainly because we wouldn't have written this blog if we didn't. In the second quarter of 2022, we were all about growth. Growth in our people, capabilities, expertise and ambitions. Here are just a few of the things we accomplished in Q2: Uncovered leading trends across our industry Expanded our teams and capabilities Secured exciting wins with and for our customers Received consistent recognition from global industry experts Each of these achievements helped cement our position as a leader in learning, skills development, content, and AI-powered people experiences. And even with all that, there's still more to say about what Cornerstone accomplished in Q2. Identifying leading trends across the skills development landscape We kicked things off in a big way in Q2 with the release of our second global research study, Thriving in the Global Skills Shortage: Your Path Through the Wilderness. The report placed a bright spotlight on organizational trends in the evolving skills development landscape, with a specific focus on the widening employee-employer Skills Confidence Gap and the ongoing sense of urgency surrounding skills and talent shortages. The top three key findings from our research were: Employers and employees aren’t fully aligned on skill prioritization Employees are not confident their organizations are prioritizing skills in the future The Skills Confidence Gap narrowed or widened depending on organizational strength Cornerstone CEO Himanshu Palsule summed it up best, calling the research findings a demonstration of "how organizations and their people continue to see skills development as an increasingly important part of navigating their shared future successfully.” Remaining intentional in our business expansions We acquired a full other company this quarter. And we made definitive plans to acquire another. This is how we really kicked our “growth” into full gear. In Q2, we proudly completed the acquisition of EdCast, and with it promoted our intentions to revolutionize the learning landscape. Together, our teams have united and shared ambitious goals to solve the most critical talent and business demands we're seeing in work today. We can’t wait to watch as our shared vision comes to life. The Cornerstone and EdCast teams got to work quickly, announcing an exciting Zoom integration that will embed learning and training tools to help drive productivity and upskilling. And what comes next after the completion of one acquisition? Plans for a second, of course. We quickly followed the completion of our EdCast acquisition with the announcement of our definitive plans to acquire SumTotal. Now, we can’t share too much just yet, but we can say that this partnership will introduce some seriously impactful improvements for our customers in how they identify and develop the skills of the future, engage and grow their people, and adapt to organizational agility. EdCast and SumTotal weren’t the only newcomers on the block, however. We also welcomed two powerhouse leaders to our executive team: Ryan Courson joined Cornerstone as our chief financial officer. A fun fact about Ryan? He previously served as the youngest CFO of a public company, the Seaspan Corporation (no big deal!). Carina Cortez also joined Cornerstone as our chief people officer. Coming from Glassdoor as their CPO, Carina brings a unique perspective on the power of people growth and strong company cultures. Customer success all around the world Q2 was no exception when it came to helping our customers create purpose in what they do. Our successful efforts to help bring their organizations to the next level were reflected in our customers’ expanded partnership offerings, relationship extensions, and many new customers. Just a few of the legacy customers that saw more success with Cornerstone this quarter include: Smith and Nephew CDN UNHCR META O’Neal Allegis Group AmeriHealth Caritas Viking Group Inc. Americold Logistics Indiana Packers Corporation The National Bank of Indianapolis Ziggy’s Home Improvement Vital Farms Vensure Employer Services And new customers finding success as they start their journies with Cornerstone: Grammar AG ASML Chewy Texas Commission TOI Management Many of our customers took their success to the big screen, garnering award-winning recognition. A special shout out to Suntory Holdings, Cardinal Health, DPDHL, and Estee Lauder Companies for securing big wins from the 2022 Chief Learning Officer Learning Elite Awards. Each of these customers was recognized for best-in-class levels of performance across five dimensions: learning strategy, leadership commitment, learning execution, learning impact, and business performance results. We're just happy to be a part of it. Our customers weren’t the only ones winning in Q2 Seeing our customers thrive is always a win for us. We don’t mind accepting a little love from our industry, too. Cornerstone received a flurry of recognition from established industry experts and reports, including: Recognition as a Strategic Challenger in the Fosway 9-Grid™ for Talent Acquisition Ranking in HRO Today's L&D Baker's Dozen Named a Leader for Worldwide Modern Talent Acquisition Within Talent Management and Worldwide Modern Talent Acquisition by IDC MarketScape Winner of the 2022 Craig Weiss Top-Ten Learning Systems eLearning Industry’s Top Extended Enterprise Learning Management Systems List Rated as a Leader by HerbertNathan & Co. in the first Scandinavian LMS Report We also welcomed several meaningful awards in Q2 for our products, industry influence, and original content. Some highlights include: TrustRadius Top Rated Awards for Talent Management Winner Women Impact Tech 100 Honoree Top 100 HR Tech Influencers Winner Inspiring Workplaces Enterprise Finalist HR Tech Awards Winner for Best Advance in Practical AI in Talent Development 6-time Telly Award Winner for Cornerstone Originals for excellence in Diversity & Inclusion, Workplace Culture, Sustainability, and Corporate Training Q3 and beyond With the news of our intention to acquire SumTotal, there’s no doubt we will see even greater opportunities to help a larger, more diverse group of customers in Q3. Stay tuned for more on that in the second half of 2022. In the meantime, we’ll keep investing in our products, cross-functionality, and customer engagement to take our people experience, learning, and talent initiatives to the next level. We don’t take all these accomplishments lightly, and we’re proud to say that we’re on a clear path to changing the game in learning, skills development, content, people experiences and so much more. Be sure to check back in Q3 to see the latest and greatest from Cornerstone!

Cornerstone provides critical learning resources to host families, caregivers, and refugees

Article

Cornerstone provides critical learning resources to host families, caregivers, and refugees

Cornerstone and its Foundation have developed a free series of short videos on mental health topics to help refugees, internally displaced people, host families, and at-risk communities in Ukraine and neighboring countries. Знайти ресурси, які пов'язані з реагуванням на кризу, що розгортається в Україні, та ситуацію з біженцями у цьому регіоні, українською мовою. {Find resources in Ukrainian to respond to the evolving crisis in Ukraine and refugees in the region.} Найти ресурсы на русском языке, связанные с реагированием на разворачивающийся кризис в Украине и ситуацию с беженцами в этом регионе. {Find resources in Russian to respond to the evolving crisis in Ukraine and refugees in the region.} Znajdź materiały w języku polskim, aby odpowiedzieć na rozwijający się kryzys na Ukrainie i problem uchodźców w regionie. {Find resources in Polish to respond to the evolving crisis in Ukraine and refugees in the region.} The mental health of both individuals impacted by a humanitarian crisis and the people who are working to provide aid and support is critical. Those who are experiencing a crisis often face immense trauma, stress, and grief. In addition, they may be dealing with displacement, loss of home and possessions, and uncertainty about the future. All these factors can take a toll on mental health. At the same time, humanitarian aid workers often work long hours in difficult and dangerous conditions. They may witness suffering and death, and they too may feel overwhelmed by the scope of the crisis. It is critical for both groups to take steps to maintain their mental well-being. In addition to refugees and humanitarian aid workers, there is a third group of impacted individuals whose mental health often gets overlooked. With several Cornerstone staff hosting refugees in their homes, we learned firsthand that host families provide far more than food and shelter. They are caring for people who have uprooted their lives and arrived in a country where they likely do not know anyone and do not speak the language. Stress, anxiety, and depression can all increase amongst families hosting refugees. As companies and communities unite to support the millions of people affected by the war in Ukraine, Cornerstone and its Foundation have developed a series of short videos on mental health topics to help refugees, internally displaced people, host families, and at-risk communities in Ukraine and neighboring countries. Developed in collaboration with The KonTerra Group, the videos are available in English, Ukrainian, Polish, and Russian on the following topics: Coping with grief and loss: English, Polish, Ukrainian, Russian Maintaining wellbeing during displacement: English, Polish, Ukrainian, Russian Understanding and coping with vicarious trauma: English, Polish, Ukrainian, Russian 10 tips for supporting staff after traumatic events: English, Polish, Ukrainian, Russian What is counseling and how can it help me?: English, Polish, Ukrainian, Russian Ways to stay calm in an emergency: English, Polish, Ukrainian, Russian The Cornerstone OnDemand Foundation has a 10-year history of providing free online training for humanitarian aid and development professionals globally through its open online platform called DisasterReady.org. With the creation of these new mental health and well-being videos, our Foundation seeks to provide support to all people in the 'helping' professions as well as to the host families and refugees. Please share these free mental health videos with anyone who could benefit from them. For more information about DisasterReady and to find additional free online learning resources for humanitarian aid and development workers, please visit our website in English, Polski, Русский, український, عربي, Français, or Español.

Trends at Work

LinkedIn Live: Blueprint for keeping your organization agile

Blog Post

LinkedIn Live: Blueprint for keeping your organization agile

Steve Goldberg, HCM research & advisory, and Jennifer Borun, senior director, analyst relations and strategic engagement, sat down on LinkedIn Live to discuss how to guide your organization through solving future problems and succeeding in a volatile market. Take one look at the news (or your LinkedIn feed), and you'll see a lot of talk about market changes and economic shifts. There's fear and uncertainty about what's to come. Steve explained that unpredictability and volatility are relative concepts, but the landscape of a pandemic has given these terms a tangible depth and taken uncertainty to a new level. That level, Steve said, is "a period of max fluidity." Fancy term! But what is "max fluidity"? Think of the supply chain disruptions currently creating problems around the world. In this case, the unpredictability of the pandemic has made employees look for more agency in their careers, which has led to a wave of resignations. People are reconstituting their career paths. Goldberg and Borun agreed that the utmost important part of surviving max fluidity is keeping your employees continually evolving with the needs and expectations of the market, which takes work. HR Leaders, who will lead the charge of helping employees evolve, will also need support to be as agile. What should organizations focus on to ensure they can successfully navigate any unpredicted shifts in the world? Elevating organizational agility. Goldberg defines it as "max fluidity being out in front of business risks and opportunities with optimal actions and decisions." In the workplace, he describes the tool that drives max fluidity as "Adaptive HCM." What is Adaptive HCM? As Goldberg defines it, adaptive HCM is the symbiotic relationship in which machines help humans to be their best at work. Technology will adapt to human actions to offer assistance and development where needed. It recognizes change and adapts to it by prompting the user to learn in the context of their current situation. Why is this important? It enables the organization to be more flexible and helps develop the employee population to navigate change. In some cases, it mitigates workforce-related risks and protects the employee and even the customer. "Adaptive" as a word can relate to systems that readily adapt to what a customer needs and also to "systems that allow a customer to readily adapt and react to a set of circumstances (i.e., business risks and opportunities). Adaptive HCM, as Steve discusses, is "about knowing the best options" and uses chess as a metaphor to better explain: "In chess, the absolute best move at all times is usually known by the grand master or those we are just good at chess" this is certainly not the case in business, the variables are so vast and changing so fast. However, Steve says, "I believe Adaptive HCM should allow your organization to piece the best option, often, or even all the time, particularly if you leverage the right data, processes, and technology." What are the three characteristics of agile organizations? Steve and Jen walk through the recipe to keep your organization agile: Alignment: The organization can align employee needs, interests, and goals with organizational goals and needs. And most importantly, alignment enables employees and the organization to operate through change. Business priorities and plans change, and so do personal priorities and plans. Sensing Agility: Respond to cues, signals, and triggers at macro and micro levels. Learning Technologies: Capabilities around skills graph and knowing what skills are related to other skills, jobs, and projects. Together, they discover what works for you when building a future-ready workforce. Tune in to the recorded session:

Skills transformation for the now and where you’re heading

Blog Post

Skills transformation for the now and where you’re heading

Skills shortages have been making the headlines for decades. And they’re not letting up. So it’s not surprising that 48% of employers cite their most urgent concern over the next three years as a skills and talent shortage, according to our recent Global Skills Report. But maybe not as surprising is how high-performing organizations deal with this skills shortage compared to the laggards. Simply put, high-performing organizations focus on developing talent as the number one way to fill skills gaps, while laggards were 3x more likely to stall skills development investments. Luckily, that’s Cornerstone’s specialty: helping organizations stay ahead of talent challenges by creating a personalized and connected learning experience for their employees. Learn what Cornerstone customers have to say about how they’re powering the future ready workforce and putting employees in the driver’s seat of their own growth. Powering the future ready workforce One of our customers told us, “We don’t even know sometimes what the skills we will need tomorrow and when we find out, everyone else needs the same skills, so it’s super competitive.” This is an issue cited by an increasing number of organizations since skills shortages have become so widespread. But Cornerstone has given them an edge up. Skills are recommended by AI and help the customer determine if these capabilities are really something they need. They continued, “We can see it really clearly and in advance of it becoming a problem, and then do things to develop our own people with those capabilities.” It can be challenging for organizations to do all the legwork required to gain this knowledge on their own. That’s where Cornerstone and our technology play their part. Thames Water said, “We needed a partner who can help us go on that skills awareness journey and bring that data into us successfully in real-time. That’s where working with a partner like Cornerstone is really critical.” Teleperformance acknowledges that access to all this skills data powers the future ready workforce and retains them. “Having a central platform where we can have skills, skill path and more gives us the opportunity to do great things and retain the people by offering them the opportunity to really take, take a step forward,” they said. More on that next. Putting employees in the driver’s seat In 2022, only 55% of employees are confident in their organization’s prioritization of developing new skilling opportunities for them. Whether related to time, focus, adequate resources or other reasons, employees are not confident that their organizations are prioritizing new skilling. But the following organizations are showing employees they are listening by offering Cornerstone’s skills transformation technology. At Deutsche Post DHL, “This idea of having a marketplace where you enable learning recommendations which are rather personalized, direct to the employee is a very powerful way of not only developing them but also engaging them, making them feel that they matter.” Because people these days want — rather, expect — to engage with their organizations. They just won’t settle for less. And they also want to be in control of their growth path. “One of the main games is really putting the employee at the center, letting them have the information to drive their career internally,” a leader at Alstom commented. The skills graph is one of the tools that helps customers do that. It can develop a rich skill profile for everyone in the organization with only a job title and a resume. And it will learn based on the courses an employee takes and mutes to continue developing a relevant path. Deutsche Post DHL added, “It recommends them to close gaps and suggests to them what might be a next role that suits their capabilities. But it also allows them to say, ‘Well, I’d actually like to make a career shift and what development what I need to put in place to take that route in my career?’” That is powerful.

Strategies and Tools for Driving Learner Engagement

On-demand Webinar

Strategies and Tools for Driving Learner Engagement

Many organizations are prioritizing learning to attract, retain, and grow top talent, but implementing the strategies at the right time for the right learner can be tough. Doing it with tight resources, even tougher. Andersen Corporation has experienced this. They knew it wasn’t enough to follow the standard “if you build it, they will come” mentality for learning. In this session, Strategies and Tools for Driving Learner Engagement, you’ll come away with: New ideas from the Andersen team as they share how they’ve been able to achieve a consistent increase in the consumption of Cornerstone Content Anytime (CCA) courses month over month Considerations to help you get started building your own effective communications strategy Tips and tools for executing a sustainable plan that drives continuous engagement and builds a culture of passionate learners In addition to hearing about Andersen’s content journey, you’ll also get a refresher from the Cornerstone team on the learner engagement tools we have available and ways that you can leverage your partnership with Cornerstone to get the most out of your learning content. Watch Now

Skills Building

Building skills for the future of work

eBook

Building skills for the future of work

In the HR world today, we hear a lot about upskilling or new skilling the workforce to prepare for changes — whether it’s adapting to new technology or new ways of doing business. In fact, according to research from PwC, the availability of key skills is a top concern for business leaders worldwide as they look to ready their companies for the future of work. But even though technology is driving the need for new skills, the skills that will help companies tackle the challenges they face — from transforming in the face of disruption to pursuing revenue growth and increasing operational efficiency — are not technical. In fact, training for those skills is producing less return than it has in the past because business changes are so rapid. Some skills become outdated or unnecessary thanks to automation, for example. But regardless of our predictions, technology can create jobs just as much as it replaces them. Increasingly, it’s our uniquely human skills that will qualify us for those roles and help organizations adapt to these changes.

Bridge the Workforce Skills Gap: 3 Key Places to Start

Whitepaper

Bridge the Workforce Skills Gap: 3 Key Places to Start

New global research from the Cornerstone People Research Lab shows that organizational leaders and employees are rallying around the importance of skills. However, the research identified a serious confidence gap between employers and employees about their ability to consume skills development and showed that it is challenging to develop critical skills in a way that’s effective and meaningful for employees. 90% of leaders vs 60% of employees feel confident in their company’s ability to develop their skills The acceleration of workplace change, with both short-term shocks and long-term trends, is making employees concerned about a skills deficit and is leaving them feeling insecure about the future of their core skills and roles. This e-book offers practical next steps for talent leaders to address and enable skills development to empower their people and organization. In this eBook you’ll gain insight into: Closing employee confidence gaps in your skills development programs Identifying the skills employees need to succeed And removing barriers in skills development Learn more with practical steps for developing skills at scale to build stronger, more adaptable and resilient people and organizations.

Skills: The new language of the modern workforce

Datasheet

Skills: The new language of the modern workforce

Skills are the common link between our HR systems and our people. As an adaptable AI skills framework, Skills Graph automatically maps and connects skills to content, roles, people, and more. Your organization can then quickly identify the skills required for every position, form targeted career paths, and recommend the training your people want and need to be successful for the organization and themselves. Download this report to learn more about Cornerstone Skills Graph.

Talent Strategy

How Cornerstone customers are supporting employee career growth and improving internal mobility

Article

How Cornerstone customers are supporting employee career growth and improving internal mobility

Learning is a natural human tendency. But organizations can struggle with harnessing employees' inclination to learn and aligning it to their future workforce needs. Technology can help. According to the Cornerstone 2022 Global Skills Report, 97% of high-performing organizations agreed that talent development solutions should improve employee growth – and that just so happens to be Cornerstone's specialty. We're passionate about learning and helping you achieve your employee development goals. Here's how global organizations use Cornerstone to set their employees up for success and career growth opportunities. Empowering people to take development into their own hands When people are passionate about something, don't stand in their way. Better yet, help them achieve what they set out to accomplish. According to our research, 95% of employees at high-performing organizations say their company shows a sense of responsibility to its employees and helps them develop their careers. When organizations invest in the future of their employees, people take notice. That's precisely what Alstom, a multinational manufacturer, believes. "If you want the employee to drive their own career, you need to give them the tools to be able to assess themselves and then prepare their development plan." Generali, a financial services organization, has inspired employees by allowing "people to access learning in their own time." Employees feel that the learning experience is personalized and can "take control of their own development." Ease of access is important, too, so employees feel empowered to learn rather than bogged down by the prospect. Amplifon, the world's largest hearing aid retailer, found this was key to adoption. "We want to make learning fun and easily accessible. And this is important especially for our employees in the shops because flexibility is crucial due to their filled agendas with customer appointments. Therefore, we created the opportunity to learn and upskill anywhere and anytime, also online or offline, and on any device." For 40% of employees looking for information about skill development and growth inside organizations, their skills and development platform is their first stop. In high-performing organizations, that percentage is even larger. And employees are making it clear that they want even more learning content from their employers – to the tune of 80%. Inspiring organizations to improve promotability and increase internal mobility Skills development and career development go hand in hand. As organizations better align to their future workforce needs, they can guide employees through their career journeys. Adding technology enables employees to chart their desired career path by seeing an integrated view of the skills needed and how it translates to internal mobility. Employees who see a future in your organization are more likely to stay. We found that 74% of employees want more tailored, comprehensive career guidance. And that's what Interfor, one of the largest lumber producers in the world, has served up to employees with the help of Cornerstone. "We're committed to providing employees with a career where they can grow, contribute and prosper. We set ambitious targets for internal promotions and have successfully met those targets. And we think that has a lot to do with our employee development programs. "One of those programs that we believe help us with our success is our career development plan. That is a robust program for employees and managers to have multiple check-ins, communication, and opportunities to develop long- and short-term goals that both work toward organizational goals and their own personal development. Part of that is using the Cornerstone system to ensure that we have our formalized goals setting, mid-year check-in and the year-in-review with the incorporation of development plans as well." Interfor's commitment spans the entire talent development cycle and all levels of the organization, including leadership. "We also focus a lot on mobility and growth and developing our future leaders. So, one of the ways that we do that is with our succession planning, which is called Talent Review. And this is a process that allows managers to identify successors, high-potential employees, any sort of gaps on their team and really help develop the next generation of leaders." Aureon, a business solutions provider, has found Cornerstone courses to be integral to internal mobility because employees have access to learn entirely new skills. "We've had people get promoted. We've had people change departments." It's a win-win. Organizations can fill their current and future roles with talent that's already committed to their culture, and employees get the opportunity to progress their careers in ways they may have never dreamed up.

Thriving in a Global Skills Shortage

On-demand Webinar

Thriving in a Global Skills Shortage

The new realities of work have created long-term impacts — good and bad — for your organization and your people. The organizations that successfully navigate this uncharted wilderness are able to thrive by developing the skills of their people. Mike Bollinger, VP Strategic Initiatives at Cornerstone, will walk you through insights from Cornerstone original research and how successful organizations worldwide use skills to ensure their people are thriving post-pandemic. In this webinar you’ll learn: How high-performing organizations are leading with skills The employer vs employee confidence gap The current state of skills development around the world Practical tactics for leading with skills

The history of Juneteenth – and how to honor it this year

Blog Post

The history of Juneteenth – and how to honor it this year

On June 19, 1865, news that the Civil War was over reached Galveston, the capital city of Texas. A brief statement, General Order No. 3, was read aloud. It went like this: The order freed the enslaved Black people of Texas, marking the end of official slavery in the US. The tradition of Juneteenth (a portmanteau of June and nineteen) began June 19 of the following year. Despite the historical significance of Juneteenth, it took until June 16, 2021 for President Joe Biden to sign a bill into law, recognizing it as a federal holiday in the United States. Why learning is an essential part of Juneteenth According to research from Deloitte, educational opportunities outside of the standard unconscious bias training are key to driving diversity, equity, inclusion and belonging efforts. Making sure employees understand the history of Juneteenth and the history of being Black in the United States is important for your DEIB efforts because it serves as a reminder of Black Americans’ ongoing pursuit of racial equity and justice. “Being an ally is critically important in this work,” Duane La Bom, chief diversity officer at Cornerstone, said in a recent blog post. “Sometimes allies feel as if they’re supposed to have all the answers, and it’s the exact opposite...An ally is supposed to listen, learn and leverage their strengths and privilege to help when it makes sense.” Celebrating Juneteenth this year Organizations have moved a little faster than the federal government when it comes to recognizing the significance of Juneteenth. In 2020, 48 major organizations made Juneteenth a permanent, paid holiday, including major companies like Spotify, Twitter and Lyft. In addition to giving employees paid time off to celebrate Juneteenth, employers can encourage their people to acknowledge the holiday in other ways. Pull together a list of ways to support or donate to Black Lives Matter movements or other anti-racism initiatives in their local communities Coordinate with local, online Juneteenth events (like festivals, poetry readings, online celebrations or protests) and encourage your employees to attend Remember: When celebrating Juneteenth at your organization this year, there are also 364 other days a year where you can take action to better support your Black employees and the Black community.

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